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Meeting 4 team a
 

Meeting 4 team a

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  • Mike and Roy
  • Roy
  • Tianfan
  • Mike
  • Roy
  • Roy
  • Tianfan
  • Roy
  • Mike
  • Mike
  • Discussion
  • Tianfan
  • Mike
  • Roy

Meeting 4 team a Meeting 4 team a Presentation Transcript

  • The Meanings and Dimensions of Culture and Managing Across Culture
    Mike, Roy, and Tianfan
  • What is Culture?
    An acquired knowledge that people use to interpret experiences and generate social behavior
    Forms Values
    Creates attitudes
    Influences behaviors
    6 Characteristics of Culture
    Learned
    Shared
    Transgenerational
    Symbolic
    Patterned
    Adaptive
  • Hofstede’s Model of Culture
    The explicit artifacts and products of the society
    The norms and values that guide the society
    The implicit, basic assumptions that guide people’s behavior
  • How do you Shake Hands?
    American Style
    Asian Style
    European Style
  • Discussion Question
    In what ways can measuring attitudes about the following help differentiate between cultures such as the U.S., Germany, and Japan?
    Centralized vs. Decentralized Decision Making
    Safety vs. Risk
    Individual vs. Group rewards
    High vs. Low Organizational Loyalty
    Cooperation vs. Competition
  • Dimensions of Culture
    Hofstede
    Power Distance
    Uncertainty Avoidance
    Individualism
    Masculinity
    Time
    Trompenaar
    Universialism vs. Particularism
    Individualism vs. Communitarianism
    Neutral vs. Emotional
    Specific vs. Diffuse
    Achievement vs. Ascription
    Time
  • Time and Environment
  • Discussion Question
    In what way is time a cultural factor? In what way is the need to control the environment a cultural factor?
  • Priorities of Cultural Values
    Table 4-1
    Priorities of Cultural Values: United States, Japan, and Arab Countries
    United States Japan Arab Countries
    Freedom
    Independence
    Self-reliance
    Equality
    Individualism
    Competition
    Efficiency
    Time
    Directness
    Openness
    Belonging
    Group harmony
    Collectiveness
    Age/seniority
    Group consensus
    Cooperation
    Quality
    Patience
    Indirectness
    Go-between
    Family security
    Family harmony
    Parental guidance
    Age
    Authority
    Compromise
    Devotion
    Patience
    Indirectness
    Hospitality
    Note: “1” represents the most important cultural value, “10” the least.
    Adapted from Table 4-1: Priorities of Cultural Values: United States, Japan, and Arab Countries
  • Discussion Question
    Looking at the lists of these values for their respective countries what kind of managing styles would managers from these countries have and why?
  • Priorities of Cultural Values
    Table 4-1
    Priorities of Cultural Values: United States, Japan, and Arab Countries
    United States Japan Arab Countries
    Freedom
    Independence
    Self-reliance
    Equality
    Individualism
    Competition
    Efficiency
    Time
    Directness
    Openness
    Belonging
    Group harmony
    Collectiveness
    Age/seniority
    Group consensus
    Cooperation
    Quality
    Patience
    Indirectness
    Go-between
    Family security
    Family harmony
    Parental guidance
    Age
    Authority
    Compromise
    Devotion
    Patience
    Indirectness
    Hospitality
    Note: “1” represents the most important cultural value, “10” the least.
    Adapted from Table 4-1: Priorities of Cultural Values: United States, Japan, and Arab Countries
  • Parochialism
    The tendency to view the world through one’s own eyes and perspective.
  • Simplification
    The process of exhibiting the same orientation toward different cultural groups.
  • Discussion Question
    In what way are parochialism and simplification barriers to effective cross-cultural management?
  • Case Study
    Beijing, here we come!
  • Doing Business in China
    Technical competence
    Time concept and reluctance
    GUANXI! “who you know>what you know”! Very Important!
    #1 Priority=Personal well-being: think of Chinese negotiators as humans first
  • About the Case
    A Canadian toy company wants to invest in the PRC
    5 year contract and the PRC will take control of the plant after 5 years
    This would allow for maximized profit
    They were formerly contracted to a Taiwanese company which is becoming more expensive
    They must renew before the end of 60 days
    The contract there will be extended another 24 months if renewed
  • Discussion
    What is the likelihood that the Canadians will be able to reach an agreement with the mainland Chinese and not have to go back to their Taiwanese supplier?
    Are the Canadians making a strategically wise decision in letting the Chinese from the PRC handle the manufacturing, or should they insist on getting more actively involved in the production process?
    What specific cultural suggestions would you make to the Canadians regarding how to do business with the mainland Chinese?
  • So what about this…
    As people engage in more international travel and become more familiar with other countries, will cultural differences decline as a roadblock to international understanding, or will they continue to be a major barrier?
    What are potential benefits of cultural differences within the globalized business world?